Retaining Top Talent: Yes, It Really Is All About Them. Think back. Reflect on your career and write down your top five leadership disappointments. If your experience is typical, your list will include losing top-quality talent. The memory of “suddenly” losing one of your best and brightest never seems to fade. The story is always the same: They weren’t looking, but a great opportunity just fell into their lap (yeah, right). Hearing the news makes your heart sink and shifts your reality. But it is a big deal. However, leaders can reduce the risk of losing the right people for the wrong reasons by working collaboratively with them to identify challenging assignments that tap into their passions and career goals. Most leaders sidestep career discussions, buying into the philosophy that it’s not their responsibility. Customizing opportunities to each employee requires that leaders understand their people’s goals, motivations, and values. What are your proudest accomplishments and biggest disappointments?
Make the meeting all about them. Xerox Tests Workforce Science from Evolv in Its Call Centers. Xerox is screening tens of thousands of applicants for low-wage jobs in its call centers using software from a startup company called Evolv that automatically compares job seekers against a computer profile of the ideal candidate. According to these data, culled from studying job records of many similar workers, past experience working in call centers isn’t a good predictor of success.
Instead, a person should be a “creative” type, though not too inquisitive. Participating in one social network like Facebook is a plus, but involvement in too many is a negative. A short commute is a must—that means a person is less likely to quit before Xerox can recoup its cost to train them. While personality exams aren’t new to business, large employers like Xerox are beginning to embrace a concept called “workforce science” that promises to make performance reviews and judging résumés far more data-driven.
Lawyers who practice anti-discrimination law are watching these trends. Elliot w. eisner: what can education learn from the arts about the practice of education? Contents: introduction · the development of a technicized, cognitive culture · artistically rooted forms of intelligence · the creation of a new culture of schooling · conclusion · further reading and bibliography · links · how to cite this article see, also, elliot w. eisner, connoisseurship, criticism and the art of education Before I begin my remarks I want to express my gratitude to the Dewey Society for inviting me to deliver this address.
It’s the third time I have been asked to do so. The first invitation came from the University of Chicago in 1976, the second from the Dewey Society in 1979 and the third this year. I regard the invitation as both a pleasure and a privilege. I want to talk with you today about what education might learn from the arts about the practice of education. Our field, the field of education, has predicated its practices on a platform of scientifically grounded knowledge, at least as an aspiration. The development of a technicized cognitive culture 1. 2. The Facebook Generation vs. the Fortune 500. The experience of growing up online will profoundly shape the workplace expectations of “Generation F” – the Facebook Generation. At a minimum, they’ll expect the social environment of work to reflect the social context of the Web, rather than as is currently the case, a mid-20th-century Weberian bureaucracy.
If your company hopes to attract the most creative and energetic members of Gen F, it will need to understand these Internet-derived expectations, and then reinvent its management practices accordingly. Sure, it’s a buyer’s market for talent right now, but that won’t always be the case—and in the future, any company that lacks a vital core of Gen F employees will soon find itself stuck in the mud. With that in mind, I compiled a list of 12 work-relevant characteristics of online life. These are the post-bureaucratic realities that tomorrow’s employees will use as yardsticks in determining whether your company is “with it” or “past it.” 1. All ideas compete on an equal footing. 2. Gen Y and the Future of Work. 21st Century Individuals vs. 20th Century Organizations | Techonomy. Generation Flux. How Facebook Finds The Best Design Talent, And Keeps Them Happy. If you take a close look at Facebook’s S-1 registration statement, you’ll notice something striking: Designers are called out as key to the company’s long-term strategic success.
Tech company filings often call out certain job functions--like engineering--and the organization’s ability to fill those positions as crucial to its success. But designers? That’s almost unheard of. And yet, there they are. In the section titled “Factors Affecting Our Performance,” Facebook’s filing reads: “We have also made and intend to make acquisitions with the primary objective of adding software engineers, product designers, and other personnel with certain technology expertise.” And in the section titled “Competition,” it says, “We compete to attract and retain highly talented individuals, especially software engineers, designers, and product managers.”
(Emphasis added in both cases.) The mentions underline the importance (little-noticed until now) that Facebook places on its design team. Re-Framing talent for our times. Talent Leader Emerging Issues. 5 Reasons Why Traditional Employment Is in Trouble. According to the U.S. Labor Department, 2.1 million people resigned their jobs in February, the most in any month since the start of the Great Recession. This is startling given that the economy is not strong and that millions are out of work.
The natural inclination would seem to me to be to hunker down and hang on to the job you have, no matter how bad it is. That is what happened in previous recessions. Yet these were disgruntled, unsatisfied, and unfulfilled people who voluntarily, many without other positions or jobs lined up, chose to leave. In discussions with some of them, I heard talk about feeling they having been used to bolster executive salaries and inflate shareholder expectations unrealistically. And with eroding benefits and the potential of better access to health care, the hold that corporations used to have is loosening.
But many corporations and recruiters are in denial. It does not take a crystal ball to see the signs of change. Expectations Have Changed. Millennials will benefit and suffer due to their hyperconnected lives. Overview of responses In a survey about the future of the internet, technology experts and stakeholders were fairly evenly split as to whether the younger generation’s always-on connection to people and information will turn out to be a net positive or a net negative by 2020. They said many of the young people growing up hyperconnected to each other and the mobile Web and counting on the internet as their external brain will be nimble, quick-acting multitaskers who will do well in key respects.
At the same time, these experts predicted that the impact of networked living on today’s young will drive them to thirst for instant gratification, settle for quick choices, and lack patience. A number of the survey respondents argued that it is vital to reform education and emphasize digital literacy. These findings come from an opt-in, online survey of a diverse but non-random sample of 1,021 technology stakeholders and critics. Here is a sampling of their predictions and arguments: Innovation and the Future Workforce: key trends for the decade ahead. We are currently living in an era of unprecedented change. It’s not just that technology has speeded up business cycles, or connected us into a pulsing 24-7 never-stop global community.
It’s not even that stakeholders require instant responses in the midst of turbulent markets and increasingly complex supply chains and business partnerships. It’s more than all that. We are actually at a point in history where fundamental and deep structural change is happening at multiple levels of society, politics and economics. This could be scary, since we’re in uncharted waters. My research team’s particular interest is in the new world of work, and how people will influence and be influenced by it. 1.
People all around the world – not just in developed countries – will be delaying retirement and staying longer in the workforce as they adjust to longer lifespans. How many products and services do you have specifically focused on the older age group? 2. 3. It is not just a woman’s issue, though. 4.